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The purpose of this study is to investigate the complexity of how demands and stress are mitigated to enhance employee performance in remote working arrangements.

A time-lagged snowball sample of 223 full-time remote working adults in the United States participated in an online survey. Data were analyzed using R 4.0.2 and structural equation modeling.

Results suggest remote job resources involving organizational trust and work flexibility increase performance via serial mediation when considering information communication technology (ICT) demands and work–life interference (WLI). The findings provide insights into counterbalancing the negative aspects of specific demands and stress in remote work arrangements.

This study provides insights for managers to understand how basic job resources may shape perspectives on demands and WLI to impact performance. Specific to remote working arrangements, establishing trust with the employees and promoting accountability with their work flexibility can play an important part in people and their performance.

This study contributes theoretically to the literature by evidencing how components of the E-Work Life (EWL) scale can be used with greater versatility beyond the original composite measurement because of the job-demand resource (JD-R) framework and conservation of resources theory (COR). This study answers several calls by research to investigate how ICT demands and WLI play a complex role in work performance.

This paper examines the relationship between employee involvement in decision-making (in particular codetermination) and corporate social responsibility, i.e. extra-financial or environmental, social and governance (ESG) performance.

Literature review was done based on the following methodology: synthesis of existing knowledge, bringing together and summarising published work on the relationship between codetermination and CSR; identification of potential gaps in the literature, highlighting what has been little studied in the field; assessment of the quality, relevance and limitations of existing studies and following citation standards to acknowledge the work of other researchers.

Codetermination has a rather positive impact on extra-financial performance. The special status of employee directors, who combine independence (from management) with knowledge of the company and its sector, may generate better strategic choices and enhanced oversight of management action, with positive consequences for ESG performance overall. Regarding, more specifically, governance, although codetermination inevitably upsets the internal balances of corporate boards, it does not seem to pose a major risk to their operation. The possibility of blocking decisions remains theoretical, and codetermination does not necessarily lead to oversized boards. On the social side, codetermination would have a positive impact on wage and employment management. Finally, regarding the environment, no strong consensus has emerged so far on whether codetermination improves or deteriorates corporate environmental performance.

The originality of our approach is to propose a review of the literature on the determinants and impact of employee participation in light of concerns and reflections on the nature and responsibility of firms, particularly about the ecological and environmental crisis that contributed to shifting the challenges to less operational and more strategic considerations. We thus question how the participation of employees in the decision-making process tends to delineate a democracy that is no longer merely liberal but also “social”. We examine, conceptually and empirically, the various forms that the participation of employees may take and their impact on firm performance.

The aim of this paper is to understand the importance of endomarketing in organizations and whether internal strategies are essential in the management of human capital. Especially, it is intended to understand what kind of policies is adopted in the organizations the authors are dealing with, and also the perception that employees have about them.

The methodology adopted combines a quantitative and qualitative approach, based on documents analysis, and the survey and semi-structured interviews with questions alluding to endomarketing. The study was carried out in the (Portuguese) cities belonging to the Minho Quadrilateral, being Braga, Barcelos, Guimarães and Vila Nova de Famalicão, in which a total of five organizations are held.

The results seem to show that endomarketing has an essential role in human capital management, in particular, to obtain both individual and organizational results, where there is a mutual relationship. Of the 158 respondents that make up the sample, it was concluded that 78.5% considered the intrinsic factors related to well-being and happiness as important as the extrinsic factors related to monetary rewards.

The manuscript presents insights for internal marketing and human resource management (i.e. motivation and human capital). Based on the rapid and profound technological changes of the early 21st century, the concept of endomarketing emerged stimulated by globalization and by the greater concern to adopt strategies that were able to differentiate organizations in the markets.

This is an interdisciplinary theme, with contributions to both internal marketing and human resource management, bearing in mind to enhancing the value and well-being of organizational human capital. This study aims to contribute to the development of scientific knowledge in this area that is so relevant for growth and differentiation.

The significance of business processes has fostered a close collaboration between academia and industry. Moreover, the business landscape has witnessed continuous transformation, closely intertwined with technological advancements. Our main goal is to offer researchers and process analysts insights into the latest developments concerning artificial intelligence (AI) and machine learning (ML) to optimize their processes in an organization and identify research gaps and future directions in the field.

In this study, we perform a systematic review of academic literature to investigate the integration of AI/ML in business process management (BPM). We categorize the literature according to the BPM life-cycle and employ bibliometric and objective-oriented methodology to analyze related papers.

In business process management and process map, AI/ML has made significant improvements using operational data on process metrics. These developments involve two distinct stages: (1) process enhancement, which emphasizes analyzing process information and adding descriptions to process models and (2) process improvement, which focuses on redesigning processes based on insights derived from analysis.

While this review paper serves to provide an overview of different approaches for addressing process-related challenges, it does not delve deeply into the intricacies of fine-grained technical details of each method. This work focuses on recent papers conducted between 2010 and 2024.

This work addresses a significant gap by employing a pioneering approach to introduce challenges in BPM alongside AI/ML techniques and integrated tools. Hence, it offers comprehensive guidelines that elucidate the alignment between ML methods and solutions to current challenges across the BPM life-cycle, including process enhancement and process improvement. Additionally, by detailing various aspects of the life-cycle phases and highlighting ML technique characteristics, this research demonstrates potential approaches for future exploration, thereby enhancing applicability for both process analysts and researchers in this context.

This case was developed from a primary source and is based on interviews and personal evaluations.

Maria was at a scheduled lunch with her direct manager, John, who inquired about the privacy leak regarding employee data she had found a few months earlier. Upon discovering the issue, Maria took on the task of ensuring the privacy leak was dealt with and resolved. John knew it was a challenging interdepartmental task because other managers did not immediately recognize the seriousness and full impact of the issue on employee privacy. Plus, the belief was that the project to combine two software programs improving CRM functionality, causing the employee data leak, needed immediate release. During the lunch, Maria stated that the privacy problem was fully eliminated and that, in the end, it did impact a lot more than only a few employees. John actively encouraged Maria in the conversation to seek feedback from Richard, the managing director directly involved and responsible for the project, which Maria had already done. When the feedback arrived, Maria felt extremely hurt by the comments and began to question the validity of the company’s values. Now, she must decide what her options are.

This case study is about dealing with feedback, career development and how to receive and provide feedback. It presents a situation that allows for a variety of ways to address negative feedback and shows that different reactions can have broader consequences for career development. At the same time, the case illustrates how feedback is given in international teams and companies, and how intercultural or gender-relevant circumstances may have to be considered.

This case study was written for use in BA and MA classes to promote discussion regarding feedback. Relevant courses in business and administration or an international business study program could be organizational behavior, communication training, conflict management, an intercultural competencies course or in line with career management sequences.

Early program BA students, BA students in advanced semesters as well as MA students with work experience are all markets for the case. It has been class-tested with BA international business students. While advanced BA and graduate students are able to and expected to enrich discussions by contributing personal stories, early program BA students benefit from learning how to create feedback and how to read feedback – including from other students, instructors and managers, to use during their first internships.

A “state-driven” approach suggests that colonists use census categories to rule. However, a “society-driven” approach suggests that this state-driven perspective confers too much power upon states. A third approach views census-taking and official categorization as a product of state–society interaction that depends upon: (a) the population's lay categories, (b) information intellectuals' ability to take up and transform these lay categories, and (c) the balance of power between social and state actors. We evaluate the above positions by analyzing official records, key texts, travelogues, and statistical memoirs from three key periods in India: Indus Valley civilization through classical Gupta rule (ca. 3300 BCE–700 CE), the “medieval” period (ca. 700–1700 CE), and East India Company (EIC) rule (1757–1857 CE), using historical narrative. We show that information gathering early in the first period was society driven; however, over time, a strong interactive pattern emerged. Scribes (information intellectuals) increased their social status and power (thus, shifting the balance of power) by drawing on caste categories (lay categories) and incorporating them into official information gathering. This intensification of interactive information gathering allowed the Mughals, the EIC, and finally British direct rule officials to collect large quantities of information. Our evidence thus suggests that the intensification of state–society interactions over time laid the groundwork for the success of the direct rule British censuses. It also suggests that any transformative effect of these censuses lay in this interactive pattern, not in the strength of the British colonial state.

Pre-pandemic research demonstrated the challenges of the nursing workforce and the provision of quality of patient care. Such challenges have been significantly intensified during the COVID-19 pandemic, not least in the workplace and fear of staff catching and transmitting COVID-19. We draw on conservation of resources (COR) theory to examine the impact of the fear of COVID-19 on nurses and the role of well-being-HRM (WBHRM) in negating the fear of COVID-19 and its impact on job stress and perceived quality of patient care.

We collected data from 260 nurses (treating COVID-19 patients) employed in US hospitals across two-waves. Data were analyzed using mediated regression and moderated mediation.

The results indicated that when nurses report higher levels of fear of COVID-19, this translates into higher levels of nursing job stress. This, in turn, reduces nurses’ perceptions of quality of patient care they can provide. As previous research has found, decreased perceptions of quality of patient care is a significant factor driving intentions to leave the profession. The results demonstrated that WBHRM practices buffer the negative impact of fear of COVID-19 on job stress, and in turn, the perceived quality of patient care.

Our paper contributes to new knowledge for healthcare managers on WBHRM bundles and their efficacy in buffering the effects of fear on job stress and quality of patient care. We contribute new knowledge on fear at work and how to manage employees’ fear through WBHRM practices.

The provision of online information through the use of digital platforms (websites and social networks) can be helpful for public sector organisations to promote transparency and accountability, thereby bringing it closer to citizens, more accessible and with higher added value for society. Whereas the call for government transparency is manifest and seems to be equal for all parts of government, this paper investigates whether small government entities are able to cope with this demand. In addition, the drivers of digital platforms are investigated in the context of Portuguese parishes.

The paper follows a quantitative research approach based on an original data set with more than 3,000 observations collected in two different time periods (2015 and 2020), which looks at the parishes’ use of website and Facebook.

Findings show that about half of Portuguese parishes, which are mostly small entities with on average fewer than 3,500 inhabitants, have an institutional website, whereas almost three out of four have Facebook. The empirical analyses reveal that a lack of organisational capacity of small entities can be an obstacle for the use of an institutional website and of Facebook. Furthermore, factors from the provider side (e.g. being part of a merger, participation in previous elections) and the user side (e.g. having access to broadband internet) are also found to have an influence on the adoption, use, and dropping of a digital platform.

The use of an original data set with more than 3,000 observations, and the research of the influence of size as a proxy of organisational capacity on the presence of parishes on the internet and Facebook, are innovative elements of this paper. In addition, this study adds to the knowledge about the influence of organisational, political, and socio-demographic characteristics on the use of digital platforms by small government entities.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-04-2023-0171

Research examines the effectiveness of different-race presenter avatar use on bias reduction in single-session online diversity training. Building on research that indicates different-race presenter use in in-person diversity training and different-race presenter avatars in online interactions are effective in reducing bias, this paper aims to test the use of simulated Inter Group Social Contact (IGSC) theory in single-session online diversity training. Undergraduate business students at nine United States institutes of higher education participated in an online training module that provided either a same-race or different-race presenter avatar to each participant. Participants then completed the Modern Racism Scale. The data were analyzed using T-tests and an analysis of covariance. Potential drawbacks to the use of different-race presenters and the diversity of the student bodies at participating institutions are considered. Results suggest that the use of different-race presenter avatars in brief online diversity training does result in less racial bias in some groups but is not effective among the groups such training is designed to affect. The results are cautionary. Organizations are advised to use multi-installment training programs when using a different-race presenter avatar to improve the effectiveness of online diversity training.

Participants were asked to answer demographic questions, to view a video with one of two avatars representing the online diversity training presenter, then to complete the Modern Racism Scale questionnaire. Results were evaluated based on school membership, representing the diversity of the school’s student body, gender and self-identified race using Independent T-tests and covariate analysis.

The effect of the use of different-race presenter was minimal and was not uniform across groups. Bias was not reduced in male or nonminority groups. Felt bias of minority respondents was reduced. There was a weak correlation between the diversity of school populations and the effect of different-race diversity presenters.

Participants were undergraduate students invited to participate by their instructors. Participants self-identified their gender and race.

The use of different-race diversity presenters in single session online diversity training is cautioned against.

Though the use of different-race diversity training presenters has been found to reduce bias in multisession online training and in in-person training, the use of different-race diversity training presenters may not be beneficial in single session online diversity training. Thus, this innovation is limited in its use. Specifically, felt bias by the object of bias was reduced, which is considered a negative response to diversity training. Single session online diversity training is more likely to be used by smaller firms which employ much of the workforce.

The effect of different-race diversity presenters had been tested in multisession online training and in in-person training, but not in single-session diversity training.